top of page

How CEOs of professional associations can strategically optimize their boards  

Michael Million

​

Synopsis

The quality and effectiveness of non-profit, membership-based association boards significantly impact an organization's mission, resources, and industry influence. Boards provide strategic guidance, ensure accountability, and connect associations with larger networks, making them critical to long-term success. The CEO’s relationship with the board is a key factor in effectiveness. A well-managed board can drive the association forward, but challenges exist. This article explores key aspects of association boards and the challenges CEOs face (Part One) and provides strategies for optimizing board performance (Part Two).

 

Part one: Key aspects of association boards and challenges CEOs face

​

Challenges of professional association boards

While all boards provide strategic oversight and financial accountability, association boards differ from corporate and general non-profit boards due to their focus on member interests and professional standards. These differences create specific challenges, including:

  • Association boards can lack of business acumen required to run the organization

  • Association boards can lack a customer orientation required to develop and commercialize new offers

  • Association boards can lack cross-functional diversity

  • Association boards can under-emphasise the need for profitable revenues

  • Association boards can struggle to determine tangible metrics

 

​Primary roles and responsibilities of association boards 

The primary role of association boards is governance—providing strategic leadership and decision-making to guide mission, operations, and long-term sustainability. Effective boards engage actively, bring diverse expertise, and collaborate to advance the organization’s impact. In addition to governance, professional association boards serve as industry experts, addressing emerging issues. Their responsibilities fall into three key functions: planning, support, and oversight, each requiring board members to fulfill specific obligations.

 

PLANNING

  1. Defining Mission and Strategy
    Boards safeguard the mission and shape strategic plans, setting long-term goals to help CEOs manage priorities and stay on track.

  2. Risk Management
    Boards identify threats, develop mitigation strategies, ensure insurance coverage, and uphold ethical standards to protect the association’s reputation.

  3. Policy and Bylaw Compliance
    Boards establish policies for operations and decision-making, such as financial protocols and membership benefits, while ensuring bylaws define governance.

 

SUPPORT

  1. Organizational Leadership
    Boards support senior management, serve on committees, recruit and evaluate the CEO, plan for leadership succession, and seek external expertise.

  2. Securing Resources
    Boards ensure financial stability by fundraising, managing revenue streams, writing grants, and leveraging professional networks.

  3. Representation and Advocacy
    Boards act as ambassadors, advancing the organization’s interests, building stakeholder relationships, and strengthening its public image.

 

OVERSIGHT

  1. Legal and Financial Accountability
    Boards ensure legal compliance, approve budgets, oversee finances, enforce controls, and monitor audits.

  2. Performance Monitoring
    Boards track progress, evaluate key metrics, assess impact, and ensure efficient resource use to achieve the mission.

 

Shifts in what makes a successful association board

A recent Next-Level Governance Study by McKinley Advisors, surveying 100+ association CEOs, identified eight key traits for board success. The top priority? Strategic and innovative thinking—outweighing access to resources, prestige, or specific skill sets. CEOs now expect more active board engagement, driven by market uncertainty, financial pressures, and the need for agility.

 

Essential Traits for Today’s Boards:

  1. Strategic Leadership – A mix of industry expertise, governance skills, and future-focused thinking that balances stakeholder interests while ensuring long-term sustainability.

    • 81% say insight into future industry challenges is critical

    • 76% emphasize guiding long-term strategy

    • 67% stress responding to emerging threats

  2. Innovative Mindset – Staying relevant by fostering innovation while maintaining stability.

  3. Broad Knowledge – Keeping up with multiple domains and adapting to new challenges.

  4. Diverse Composition – A well-rounded mix of backgrounds and expertise for better decision-making.

  5. Risk Awareness – Understanding risks, managing them systematically, and adapting continuously.

  6. Strong Communication – Practicing relationship-building and engaging all stakeholders.

  7. Reputation & Influence – Using personal credibility to elevate the organization while upholding ethics.

  8. Resource Access – Providing financial support, expertise, and networks to sustain growth.

 

Key challenges CEOs face when managing an association board 

Managing an association's Board of Directors requires strategic skill, diplomacy, and adaptability. Here are eight common challenges CEOs face:

  1. Balancing Diversity & Alignment – Boards aim for diverse expertise, but aligning varied perspectives can be tough. Association boards often favor industry experts over broader diversity, limiting adaptability.

  2. Mission vs. Financial Sustainability – Tension arises when resource-heavy “pet projects” lack financial returns, challenging CEOs to balance mission-driven goals with fiscal responsibility.

  3. Role Clarity & Micromanagement – When governance (the board’s role) and operations (the CEO’s role) blur, micromanagement or disengagement can follow. Outdated structures often worsen this issue.

  4. Agility & Decision-Making – Boards that resist change slow responses to regulatory, technological, or economic shifts. High-performing boards prioritize adaptability and proactive governance.

  5. Volunteer Board Dynamics – Board members with demanding jobs may contribute unevenly, leading to power imbalances and political tensions that complicate decisions.

  6. Managing Conflicts of Interest – Board members from competing businesses may prioritize their firm's interests. Clear policies, financial controls, and transparency are essential.

  7. Revenue Diversification – Declining membership and limited funding push associations to innovate. Boards must support sustainable revenue strategies aligned with the mission.

  8. Measuring Performance – Without clear KPIs, defining success is difficult. Boards must track mission progress, financial health, and professional development impact.

 

Part two: Actions CEOs can take

​

Building essential board leadership skills

As CEOs, many already possess strong leadership abilities, but they must develop specific skills in their role as convener and communicator with the board. Here are the key skills to develop for fostering positive, productive relationships with boards:

1. Strategic Leadership

  • Envision the future and guide the association toward long-term goals.

  • Translate organizational goals into actionable strategies for the board.

  • Align board objectives with the association’s mission and vision.

2. Communications

  • Build consensus through effective communication and diplomacy.

  • Listen actively to understand board members' viewpoints.

  • Deliver clear, concise reports that provide valuable insights without overwhelming detail.

3. Relationship Management

  • Cultivate a culture of trust and inclusivity on the board.

  • Mentor board members and navigate interpersonal dynamics with emotional intelligence.

  • Create an environment where board members feel safe to share candidly and collaborate.

4. Performance Focus

  • Use data-driven reports to track performance and identify risks.

  • Develop meaningful metrics and dashboards to measure success.

  • Proactively identify opportunities for improvement and growth.

5. Governance Expertise

  • Understand nonprofit and association governance principles.

  • Stay informed about legal compliance, board development, and fiduciary responsibilities.

  • Ensure ethical standards are met and guide the board through governance issues.

6. Political Acumen

  • Navigate power dynamics and build consensus, even with differing agendas.

  • Present sensitive information constructively and tactfully.

  • Adapt to various leadership styles and perspectives.

 

Identifying and filling gaps in the board

In addition to developing these critical skills, CEOs must have a keen sense of the strengths and weaknesses of their boards to address deficiencies in composition, strategic orientation, and fulfillment of key responsibilities. To do this, it is helpful to evaluate the board against the characteristics mentioned earlier to identify major gaps. It is important to consider whether gaps can be filled by adding or replacing specific board members or through upskilling the entire board. Following are sample questions to consider for the higher priority characteristics in evaluating a board’s ability to fulfill its responsibilities while successfully steering the association.

 

Strategic leadership                                                                                                

  • Does a long-term strategic plan with well-understood goals and initiatives exist? Are board members aligned on and supportive of the strategy? 

  • Are board members clear on the strategic priorities, and what their roles are in implementing them? 

  • Do board members think strategically, or do they gravitate toward the tactical / micromanagement?

  • Do board members provide insight into future challenges facing the industry?

Innovative mindset

  • Do board members bring new thinking to the association that will benefit it?

  • Do board members exhibit creative problem solving that address complex issues?

  • Are board members willing to try novel solutions?

Breadth of knowledge

  • Does the board, as a whole, have knowledge across multiple domains relevant to members and the industry? 

Diversity of composition

  • Does the board have members with a variety of backgrounds and areas of functional expertise? 

  • Are functions sufficiently “covered” by the group of board members, or is there key areas that no one has much experience?

  • Does the make-up of the board represent the membership population?

Communication / interpersonal skills

  • Are board members effective communicators?

  • Are board members

  • Do board members have well-developed interpersonal skills, such that they effectively interact with one another and other members? 

 

Alignment, and ongoing management, of the board

One of the most important things CEOs can do to optimize their boards is to align them to the association’s strategy and its operational details. Once this is accomplished, they must continually guide ongoing activities among board members to keep them focused on the strategic priorities of the organization and working together as a team. Here are the top strategies to align, engage, and manage board members:

 

1. Define Roles and Focus on Strategic Leadership

  • Clarify Responsibilities: Clearly define the board’s governance role, emphasizing strategic oversight rather than operational management. Offer orientation for new members and provide a written board agreement to formalize expectations.

  • Create a Strategic Framework: Ensure the board adopts a clear strategic plan with defined goals, metrics, and timelines.

  • Set a Strategic Tone: Continuously tie discussions and decisions to the organization’s mission, vision, and long-term strategy. Lead by example by focusing on strategic priorities and avoiding distractions.

  • Limit Operational Discussions: Redirect conversations away from day-to-day operations to strategy by using guiding questions like, “How does this align with our long-term goals?”

  • Hold Annual Strategic Retreats: Dedicate time each year to revisiting the strategic plan, evaluating progress, and aligning on future goals. Incorporate external insights or facilitators to inspire innovative thinking and ensure alignment.

2. Communicate Openly and Build Relationships

  • Regular Updates: Provide concise, transparent updates that emphasize progress on strategic goals and key organizational challenges. Use dashboards or reports to present data clearly.

  • Encourage Open Dialogue: Create an environment where board members feel comfortable sharing diverse perspectives while staying aligned with the mission.

  • Foster Trust Through Relationships: Build strong connections with board members through one-on-one check-ins and interactions, such as networking events or casual conversations. Recognize their expertise and contributions.

3. Engage and Strengthen the Board’s Governance

  • Activate Committees: Assign strategic committees or task forces to focus on specific priorities, ensuring board members contribute meaningfully to long-term goals. Rotate leadership roles to encourage fresh perspectives.

  • Invest in Development: Provide ongoing training on governance best practices and industry trends to keep the board informed and effective.

  • Evaluate and Improve: Conduct regular board assessments to identify areas for growth. Offer constructive feedback to disengaged members and refresh the board’s composition as needed to ensure diverse, mission-aligned expertise.

4. Track and Celebrate Progress

  • Use Metrics Effectively: Develop dashboards to track and communicate progress on key goals. Ensure that board members understand how their decisions contribute to measurable outcomes.

  • Highlight Impact: Regularly share stories of the association’s success and how it aligns with the strategic vision.

  • Recognize Contributions: Celebrate the board’s achievements and individual member efforts to reinforce engagement and commitment.

 

Enlisting the help of a board liaison

CEOs of associations typically have support for board management, often by enlisting a "Board Liaison". This role helps the CEO in one of their most important jobs - to effectively manage board-related responsibilities, ensure smooth board operations, and, above all maintain adherence to the long-term strategy which can easily become untethered after its initial development. While the specific title and exact responsibilities can vary, the core responsibilities typically include the following:

1. Meeting Coordination

  • Scheduling board meetings

  • Preparing meeting agendas

  • Distributing board materials and documentation

  • Taking and distributing meeting minutes

​​​2. Governance Support

  • Helping maintain board governance policies

  • Tracking board member terms and recruitment

  • Ensuring compliance with organizational bylaws

  • Managing board member onboarding and orientation processes

3. Communication Management

  • Facilitating communication between the CEO and board members

  • Preparing board communications and reports

  • Helping manage board committees and their work

4. Administrative Functions

  • Maintaining board records

  • Tracking board performance and effectiveness

  • Supporting board evaluation processes

  • Managing board-related correspondence

 

In Conclusion

Optimizing an association board requires proactive leadership, strategic alignment, and ongoing management. By developing strong board relationships, addressing gaps, and fostering an engaged governance culture, CEOs can ensure their boards contribute effectively to long-term success. The key to sustained impact lies in balancing governance, strategy, and adaptability, ensuring the board remains a vital asset rather than a challenge to overcome.

bottom of page